Leaders & Managers
From the nitty gritty of daily management to addressing your aspirations of leadership, this section for leaders & managers tells you how to make strong leadership decisions, build effective teams, delegate and stay above the everyday management muddle.
Get tips, strategies, tool and advice on: performance reviews, preventing workplace violence, best-practices leadership, team building, leadership skills, people management and management training.
New to the organization, an executive set out from the start to show that he was open to ideas from his team. Deep down, he suspected the group had some knowledge that it hadn’t shared. So he knew the first step was to create an open culture where employees felt safe enough to speak up.
You’ve got vision, while the rest of the world wears bifocals. If that bit of swagger sums up your leadership style, you’ve got something in common with Butch Cassidy. Here are some other techniques that could help you, just like Cassidy, keep the rest of the world one step behind.
When Ingvar Kamprad founded IKEA in 1943, he didn’t sell furniture. He sold a variety of goods, including wallets and jewelry. Yet, IKEA became a worldwide success at selling simple, inexpensive assemble-it-yourself furniture through a series of shrewd distribution and positioning moves on Kamprad’s part.
Mabel Yu was a fairly low-level employee at Vanguard. But in 2009, Vanguard named Yu its analyst of the year. Here's why.
What makes an employee productive? Unproductive? “The key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work,” say researchers Teresa Amabile and Steven Kramer.
In what may become a unifying theory of human behavior, biologist E.O. Wilson is positing a theory that “individual selection,” or competition to thrive and pass along one’s genes, inevitably loses out to “group selection.” Forming alliances has become a fundamental human trait, he says, because “it is a good way to win.”
Good leaders acknowledge their limitations, then “open up themselves to others,” says leadership author and coach John Baldoni. “People want to work with a manager who knows what he can and cannot do.”
You expect colleges and universities to prepare your youngest workers for their new jobs. But are you prepared for them? These digital natives quickly grow impatient with last year’s hardware and software. Hiring them puts more pressure on your organization to keep its technology ahead of the curve.
On the Maersk Alabama, the captain’s cool head, long experience and clear sense of duty saved the ship from pirates off Africa’s east coast. To understand why it did end so well for Captain Richard Phillips and his crew, you have to go back to his days as a seaman learning by example that deeds count, not words.
Don’t ask your people to perform work they’re incapable of doing. “The only way you can truly appreciate what your team is or is not capable of is to see it firsthand or, better yet, do it yourself,” Mike Figliuolo says.